‘It was the best of times, it was the worst of times!’
Geoff had been with Martin from the start, and had worked hard to help him grow the business. As a result, he’d been promoted to manager, reward for all his efforts. Well, financially he was so much better off, great! But the day-to-day reality felt more like a punishment.
Plucked from a job that he excelled in, and where he felt completely comfortable, even when the pressure was on, he now found himself managing a team of fifteen, actually no, not even a team, a group of people who came together every day to work under the same roof. Their work standards certainly didn’t match his; ‘sloppy’ and ‘slow’ were the two words that summed them up for him.
When I met him he was exhausted, frustrated and disbelieving that this group of people would ever do their job right without him watching over them, let alone take ownership. He was checking every piece of work that went out to clients, working longer and longer hours to do so, and the team, knowing their work would always be checked by him, didn’t bother to check it themselves. Why bother if he didn’t trust them?
Together we set to work on reviewing the customer journey with the team, I introduced them to the concept of simple, logical, repeatable, and we streamlined their flow of work, removing all of the hoops that they and their clients had been jumping through. We developed How-To guides for the most routine tasks, to achieve consistency and raise the basic standards, and we introduced regular meetings to improve communication, daily fifteen-minute huddles to set the expectations for the day, weekly meetings to review what had been achieved and set priorities for the coming week. Once a month I got them to meet as a full team, and to have one of the team do a twenty-minute presentation on something that would be of interest and/or benefit to the whole team. After that meeting, I encouraged them to go out for a team drink, or maybe even a meal, to build team spirit.
With Geoff, I focused first on his mindset, and the notion he had that everyone but him was lazy, useless and not to be trusted. I asked him to focus on training and feedback; to show individuals exactly what he wanted, by using How-Tos, and then to let them get on and do their job, without his interference. I encouraged him to trust that if he trained his people properly, and gave them feedback that encouraged them to improve, then they would, and that mistakes were not the end of the world, but a learning opportunity.
Geoff wasn’t convinced at first, but to his credit, he did listen, and he did change both his mindset and his actions. The daily, weekly and monthly meetings became the norm, and as the team began to blossom, I watched Geoff relax into his role as their manager. Twelve months later, with three further managers grown from the team, Geoff was promoted to Director within the business! Proud or what?
When I started working with Amit, it was clear that he had a problem with the team. For a start they didn’t work as a team, and they were all way too focused on the clock; never a good sign. Turnover was high too; for a business that was five years old, 90% of the people that I met had been there for less than twelve months.
There was one employee though who was driving Amit mad; always turning up late, questioning every decision, doing sloppy work; Amit was at his wits’ end and wanted to know what I would do about it, in his place.
‘Well, tell me one thing first’, I said, ‘Do her values match yours?’
‘Good god, no!’ was the reply, ‘But she had an excellent CV’.
That is so often the problem, and one that you’ll have difficulty overcoming. Hiring to a CV, focusing on the experience that an individual has had, rather than their values, their attitude, their fit for you, and your team, is a big, and a very common mistake.
So, Amit sat her down and had a conversation about his vision and his values, and what he was looking for in the people he worked with. He inspired the woman in question with his passion and drive, and she is now a real advocate of the business and a highly valued member of his team.
Focus on values; find those whose values match yours, you can always train for skill.
Do one thing: have you shared your vision and values with your team? If not, it’s never too late to start or reinforce.
Thanks for reading.
‘Recent research found that a huge 71% of businesses don’t train their new managers effectively, if at all…’
One of the biggest challenges you face as a successful small business owner is managing your growing team.
So, to make your life easier, what do you do? You pluck your very best person from the comfort of a job they excel at, and promote them to the lofty heights of management.
Fabulous! Reward for their great performance, and a signal to the rest of the team that there is potential for progression within your business.
But then what happens?
Reality sinks in, and without any training or coaching your highly-motivated new manager begins to flounder. The team begin to lose confidence and the mutterings start around the coffee jar. Your new manager goes from loving their job to dreading coming to work.
It’s a sad truth that managers are less likely to receive training than any other type of employee.
Recent research found that a huge 71% of businesses don’t train their new managers effectively, if at all; managers who have responsibility for developing team members, measuring performance, maybe controlling a budget and other resources to deliver results for the business. Scarily that means that a hefty percentage of businesses are being run by managers simply flying by the seat of their pants.
I’m sure the natural leaders and gifted organisers will thrive on the challenge, but what about the rest?
Those who are ‘consciously incompetent’ have a chance of improving – they’ll recognise their shortcomings and do what they need to, to develop the skills they lack.
The dangerous ones are the ‘unconsciously incompetent’ – those who think they know what they’re doing and plough on regardless: a downward spiral of the ignorant leading the ignorant. The damage they can do to your team, and your business is immeasurable.
Give your managers a chance to be the second line you need them to be. Focus on their training and continuous development, and they will do the same for your team.
(If you want help with this, check out our Manager’s Development Programme – created to develop the second line managers of people just like you).
One final word on management training. Some highly productive and talented people are not suited to management, or simply don’t want to be managers, so be prepared to build a development plan for them that isn’t a management ladder.
Training is an investment, and a big one at that, no question. But the return it delivers both to your bottom line and to your time freedom, makes it worth every penny and every minute it takes.
Do one thing: have a look at your training plan; how much of it involves management development?
Good luck and thanks for reading :)
I read a great quote by Clare Balding the other day about Pep Guardiola. She wrote, “He (Pep) is the manager not just of a team of players but also of backroom staff whom he always values, praises and thanks. He is a leader who makes them all believe the impossible is possible.”
It just got me thinking about how bosses and managers treat their ‘backroom’ team. One of my pet hates over the years is hearing a manager giving someone a task and apologise for it. How does that person then feel? How can they take pride in their job and feel any sort of fulfilment? I’ve seen it in managers who want to be liked or are worried about a possible reaction, “I’m really sorry to have to ask you to do this…’’
Now I’m not suggesting they do a Tarzan swing and ‘big-up’ a simple or repetitive job but rather to explain to people how their role fits in to the bigger picture. You may think cleaning toilets isn’t much of a job. Okay now imagine you work in an office and they’re not cleaned! I know many people who judge an eatery not just by its food and service but also by its toilets. Have you ever come back from the loo and raved about it or returned to your table vowing never to return to the restaurant?
We had a US vice president at McDonald’s who would always make the toilets his first port of call when checking out a restaurant. Not for a call of nature but to make sure they were so clean that he could eat his burger off the toilet floor. (I wonder if he ever did?)
People want to feel that they belong, that they’re valued, that they are part of the business and that they make a difference to its success. I heard a story recently where a school had called a meeting about its future but had just invited teachers to it. Not the facilities people or the grounds team, those people without whom the teaching couldn’t happen. How to quickly make people feel they don’t count!
On the other hand, I know someone who made a point of working late a few times a week to catch the cleaners coming in so she could learn their names, thank them in person and explain the difference they made to the working environment and the business’s success. Yes, these people were employed by an Agency, but she felt they were still part of the team. She would also insist on clear desks and work areas every night explaining that it made it easier for the cleaners and to get her team members to appreciate their work.
An old boss of mine used to love telling the tale of the man he used to pass regularly on his way to work pushing his dustcart round London streets. He was so impressed that this guy was always smiling, acknowledging people as he passed. His cart was decorated and the pride he took in his work oozed from his pores. Imagine if the person giving him that task had been apologetic rather than explaining that the first impression people get of a city is its clean streets.
So going back to Guardiola, I imagine that when he has a team meeting which is about the future, rather than next week’s tactics, he invites the whole team. And what is so great about it is that the extremes in that team would be hard to replicate in most SME’s; famous multi-millionaires and the person who cuts the grass being inspired by the boss about the future of the club.
Do one thing: make time to ask your team members individually how they think their role impacts the business. If they don’t know, then there’s your chance.
Thanks for reading. Have a great week.
’You can dream, create, draw and come up with the best ideas in the world, but you need people to help you turn your dreams into reality.’
As business owners, we rightly focus a heck of a lot of attention on our external customers and what we can do to give them a great experience. We can often forget that our people are our customers too, and without them, we can’t provide a great service, or grow a successful business.
We want our team to be full of ‘go-to’ people, leaders and high performers. We want them to support us in our vision, to be loyal to the business, to work hard for us; but what do they want in return?
If you had to choose one thing that has the most positive impact on your team what would it be? ‘Communication?’ ‘Involvement?’ ‘Trust?’ What would you be looking for if you were in their shoes?
Below is a list of the top 20 answers to the question, ‘What makes you feel valued at work?’
Take 5 minutes now to think about how your team would rate your ‘delivery’ in each of these areas, and rate yourself from 1-5 (1=unsatisfactory, 2=needs improvement, 3=satisfactory, 4=good, 5=excellent)
How did you do?
Are there a few there that might get rated ‘needs improvement’ or ‘unsatisfactory’? How would you say that affects your people’s performance or your reputation as an employer?
If you’re unhappy with the results, there is no better time to act than now, because as Walt Disney said,
‘You can dream, create, draw and come up with the best ideas in the world, but you need people to help you turn your dreams into reality.’
Value your people, turn YOUR dreams into reality.
Do one thing: We've created a questionnaire for your team members ready to use and a ‘How to' guide of how to use it (please download below).
If you do use it we'd welcome any feedback about how it went and any improvements we can make.
If you feel on a roll our Business Efficiency Test will give you further insight into how each of the key systems in your business is operating - including your customer experience system - and will give you strategies for improving them in a pdf report. Take the test now, to see how you measure up.
As a business owner you know that a high-performing team is essential for a successful business. But how do you start building a team from the group of individuals who currently work for you with all of their different personalities and egos? Any of these sound familiar?
Of course we’re all different - we all have different strengths and different experience, so what can you do, as the leader, to get all of these people to gel as a team?
Well, you can start by viewing individual personality traits in a positive way, and playing to strengths:
But if you’re serious about building a High Performing Team, then here are my top 10 tips:
‘The strength of the team is each individual member. The strength of each member is the team.’ - Phil Jackson
Do one thing: Take a close look at your team, and use our checklist to see how you fare.
And if you or a manager in your business could use some help then check out our MPL ‘Managers' Development Programme.’ Our structured 6-month online programme is aimed at developing the mindset and the skill set of business owners and their managers.
Details and testimonials here:
Thanks for reading.
I want to share an interesting conversation I had recently with a control freak.
Business Owners come to us for help to escape the day-to-day operation of their business, but the truth is that so many find it hard to let go of their role, even the small tasks.
Some believe that they are the only ones that can do a certain task to their exacting standards, and we come across this so often that a huge part of our work is changing the mindset of the business owner to let them know that they can trust their team with the right systems in place. They can take a step back to work on growing their business, while it runs smoothly without them, or with only a little input from them.
This particular ‘control freak’ (and I use that phrase because I can - I was one too!) was telling me how he hates to delegate - doesn't trust his employees to do anything without some sort of supervision, because they cock things up, make mistakes, take longer to do the job than he would.
"I check EVERYTHING' he said, 'I don't want my customers to have anything but a perfect service'.
It's the perfect excuse for the control freak - “I’m not doing it for me, I'm doing it for my customers.”
Drives me nuts.
Here's the thing, for those of you who recognise that you may be borderline, if not full-blown freaks, you’re keeping yourself stuck in that rut we talked about recently.
Just like the bindweed in your garden - you know the one with the pretty flower that pretends its trying to make your garden look lovely, while its tentacles set about destroying it? You too are strangling the growth of your people and your business.
You've forgotten that someone let you make mistakes when you were learning, someone gave you room to grow and develop, someone recognised that mistakes are how we all learn. You've forgotten that all of the successful people you look up to have built their success on a bucketload of failures, and much bigger failures and mistakes than any of your people might make if you gave them their head.
You want to limit mistakes? Have systems. Set standards. Give your people proper training in how to use your systems to achieve those standards. Manage their performance. Reward good performance and re-train when it's not so good.
People want to learn and develop, they want to grow - it's much more of a motivator than money. Give them ownership of their job, help them to feel like they belong to something, that you're relying on them to help you build something that you can all be proud of.
I saw this quote on Facebook, and it is oh so true - 'A team is not a group of people who work together. A team is a group of people who trust one another.'
Trust your people and build a high performing team, that runs your high performing business.
Get control of your freak. Pull out the bindweed that's stifling your business.
Do one thing: Want to see where you’re at right now? Complete our Systems Scorecard to see where you’re at, right now, in your business.
I’ve always loved team sports, whether I’m playing them or watching them. Watching them always incurs listening to the pundits and of course with the football season underway we’re awash with analysis. I have to admit that I do enjoy it; I love the insight and the banter. Sometimes, worryingly, I find myself joining in, particularly when I disagree. Anyway, moving swiftly on!
Something that resonated with me recently was the pundits’ view that a winning team needs a strong spine. The idea is that if you have a strong spine from goalkeeper, through centre back, centre midfield and up to your centre forward it will:
And it struck me that in business that strong spine is your process. Having a strong spine of simple, logical, repeatable systems and procedures that everyone in your team follows, allows the whole team to be creative, to stamp their personality on your operation, within a structure. It means that every team member knows what to do when problems arise, they trust in the system. It gives you that agility too to take advantage of sudden opportunities.
It’s about being able to do things on auto pilot because you know the system; you’ve been drilled in it, you know that your team mates know it too, so you trust that they will be where they should be when you need them. Great systems can give great results even when you haven’t got the top superstars.
Of course who you have in each position in your business is still important. You want to recruit to your Vision and Values, team players, people passionate about the customer experience. But it’s the systems that run your business, your people who run the systems. That’s how it should be in business, your systems so well entrenched that when you lose someone to holiday, sickness, maternity leave, your well-oiled machine just keeps on moving forward.
If you’re not into football analogies then think about what Pilates or Yoga does for your body. It gives you a strong core which gives you strength, balance and agility. Continuing to develop great systems in your business is like your weekly Pilates class. Both need you to commit the time and money to their development. The rewards are worth every second of the time you put in.
Do One Thing: Download this free chapter (below) from Marianne’s Amazon bestseller, ‘Simple Logical Repeatable’ to discover more.
Thanks for reading. Have a great week!
I’ve seen a number of posts recently about parents proudly and perhaps anxiously getting their kids to school for their first day. It’s that time again; new beginnings. For some their first day at a new school or college. For others their first day in a new role or a new job; maybe their first ever job?
Can you remember back to one of your first days? We’ve all had at least one.
So what was it like?
Were you over-awed, bored or just completely bewildered?
Did you take in every word that was said, or did you go home on a caffeine-high with a numb bum?
I’d love to think you had a great day and came away buzzing with drive and energy dying to tell your other half, mum or dad what a great day you had and how excited you were about the future.
That’s what you want for the individuals joining YOUR team, but is that what happens?
A new recruit’s First Day is your opportunity to make a great first impression. It’s your chance to get a new team member excited about their future with you, to understand what’s expected of them, and get a feel for what’s possible.
First impressions count, and that applies to your team members too. Usually the focus is on giving lots of information; we’ve all been there suffering the slow death by power-point. When what’s really important is to give heaps of inspiration.
Yes, there are some very basic things you have to get across to them - where the toilets are, the fire procedure, where everyone goes for lunch maybe, but keep these as brief and to the point as possible.
The things that are going to inspire them are:
Think about splitting your day into 3 short sections:
If you look at your content and think it’s way too much to take in, then cut it. You want to avoid overload and get most value from their time, and your own, and besides, you don’t have to tell them everything about your business on day one.
Your aim should be for that first day to reflect what you and your business are all about. I’m not talking a song and dance routine, but you want it to be full of high energy, passion and creativity, and as interactive as you can make it.
We’ve got a great little worksheet to help structure your new recruit’s first day, and to make it memorable for all the right reasons.
Do one thing: Download our free worksheet below
Thanks for reading. Have a great week!
In my business I often come across managers with one thing in common; they are flying by the seat of their pants! People who are ‘accidental managers’. You know, the great team member who is plucked from their team and given a management role or the talented business owner who finds themselves managing people as their business grows. They have little or no training or development and rely on what they’ve learned along the way from managers around them, good or bad. And if you need a great management role model, we can learn some really crucial lessons from Gareth, and his signature waistcoat.*
Lesson 1 - Nurture your Culture
Many clients say to me, ‘I really want to improve the culture of my business. I want to get it right.’ So what can we learn from Gareth? First of all, he had a really clear idea of what he wanted the culture of Team England to be. The thing with culture is that it starts with values; it starts with the values of the person at the top. Gareth clearly is a man who has strong opinions, strong values, a really clear idea of how he wants to operate. What I think he did brilliantly was choose people for his team who shared those values. I don't think it's any mistake that certain people were not brought into the England setup, people who maybe had massive egos, big superstar baggage or people for whom it was ‘all about them.’
Just look at the individuals within that team and how well he brought them together. Regardless of what team they came from, he managed to bring in those people who shared his values, who bought into the idea that ‘we are one team,' and he did a fantastic job of building that culture.
He talks about the England DNA. If you think about the last 20 plus years, the England DNA has been big egos; it's been superstars; its been cliques, it’s not been about pride in wearing the England shirt. Look how many people have pulled out of playing for England, have not seen it as a real privilege. They've seen it as a chore, and he, in a very short space of time, has been able to turn that around.
The fact that he'd raised a few of these guys from a very young age as manager of the England under-21s, proves there’s an awful lot to be said for growing your own talent - bring in the attitude and then develop the skill.
Obviously, with football you have to have natural talent, but attitude is so, so important. In a lot of situations it's not the superstars who win, it's the collective, it's the team. Look at Croatia - great example. Look at England - great example. We got all the way to the semi-finals, and Argentina with Lionel Messi went out. Portugal with Ronaldo went out. The collective, bringing together a great team, will always win, and Gareth Southgate as the manager was responsible for that.
So great first lesson, nurture the culture you want to build. Think about your values; it starts with values, then bringing in people who share those values.
Lesson 2 - Build Unity
Within the England setup, there was no us and them. There was no ‘the staff and the players’. That was really clear from what you saw on TV, how they were with the physios and the psychologist and with Gareth himself. Although a few of them did slip into calling him ‘Gaffer’ they mostly called him Gareth, which was just unheard of in the past. There was no us and them. Absolutely, they were one.
Gareth Southgate was great as a manager in sharing any praise. It was always, ‘We, the team,’ ‘We, the squad,’ ‘We, the entire group of staff and players.’ And taking responsibility for any blame, ‘Yeah, I'm responsible. I'm the manager.’ I absolutely loved that he was brilliant at sharing praise and shouldering blame.
He was also very good at supporting those who were having a hard time. Take Raheem Sterling, the England scapegoat; Gareth was great at protecting him and keeping his confidence high. Not just because he recognised that Raheem was so crucial to the team effort, but also just because this was in line with his values, that he would look after the team. He would keep that person feeling confident and part of the team.
So the second lesson is unity. Make your business one team.
Lesson three - Develop Relationships
As a manager, you need to build great relationships, and Gareth did just that with his competitors.
When you saw him going around at the end of each match they played, he seemed genuine in his congratulations to the other players, to the other staff, made a really big point of shaking hands with everybody. Perhaps that’s easy when you’ve won, but even in defeat, when it must have been absolutely killing him when they lost to Croatia, you saw him going around to every single member of their team and to the staff, hugging them, congratulating them.
Then going to his own team to just remind them how far they'd come and how well they’d done. Building relationships was really important, just as he did with the managers of the players he brought into the England squad. He didn't antagonise them in the old ‘club versus country’ way, but was just very firm, fair, and friendly with everybody that he had dealings with.
So the third lesson is about building relationships.
Lesson 4 - Inspire and Motivate
One of the common questions I get asked by people on our Management Development Programme is, ’What's the difference between a manager and leader?’
There'll be books written on how managers are the logistic experts, they just keep things ticking along. A big part of a management role is making sure that the attention to detail is there, that mistakes aren’t made and if they are, that they're learned from and so on.
But these days in any business, you have to be a leader as well. You have to inspire and motivate the team, and quiet as his media persona was, our Gareth was clearly a very inspiring and motivating guy. He didn't immediately crack the whip. When he first met with the squad, he took them into a room and shared his vision of what it was like to be an England player and how privileged they were to wear the three lions shirt.
That is something I find that a lot of managers and business owners miss. They miss sharing their vision. ‘Where is this all headed? Where are we all going together as a team and why?’ He inspired and motivated them so well.
He clearly showed them how much he believed in them, and as a result, they believed in themselves. Every interview there was no talk of, ‘Oh, well, crikey. If we get to the quarterfinals, we'll be lucky. We'll have overachieved.’ No. ‘We're going to win this. We're going to win this.’ That's what inspired the country. It's coming home. He got those players to believe that they could win it, that they really could win it.
He also treated them like adults. Sometimes, particularly new/young managers feel their role is to be the boss, to talk at people, to tell them what to do. When you have adults or adult conversations with people in your team, when you give them the training and development and support that they need, when you really believe in them and remember that you have a responsibility to help them to fulfil their potential, that's when you get your team to take ownership. That's when people start to step up and go, ‘All right. I'm responsible for this. This is my job.’ And you saw that right through the tournament with England. The team were taking ownership. The team were taking responsibility, and they were acting like adults.
Fourth lesson - look to inspire and motivate your team to build ownership and belief.
Lesson Five - Have fun!
It became obvious as the tournament progressed that the team were enjoying themselves. They had an enormous amount of fun, which was something, again, that Gareth Southgate encouraged. He wanted them to enjoy themselves.
We are lucky with what we do, a lot of us, and why not have fun doing it? Why not encourage our teams to have fun? People are at work for so many hours of the day, it's part of our responsibility as managers to help people enjoy it, not to dread coming into work and be managed by us.
Fifth lesson- create an enjoyable workplace. This goes back to culture and values as well.
Lesson 6 - Learn, learn, and then learn some more!
The final thing that I really wanted to bring up as a lesson from Gareth was his desire to learn, his desire to be the best possible manager he could be. Look how he went and studied other really successful people, both in sport and in industry. He really wanted to learn how the most successful teams operate, and he left no stone unturned. He will continue to learn. He'll have already learned lessons from this tournament. He'll already be preparing for the next because he wants to be the best he can be.
That's really what I want for each of you. I want you to be the best possible people managers that you can be. So think about the lessons from Gareth. Think about your values and your culture. Think about how you can create unity in your team. Think about the development and support that you're giving not to the team as a whole, not just to the stars, but to every single individual, however minor their role is in the team.
Think about the relationships you're building and how they will help you to be a better manager. Think about how much you're inspiring and motivating the team who work with you, and then think about how you're going to become a better manager, what you need to do, the skills you need to develop, where you can learn those lessons that you need to learn to keep improving, keep developing, and be the best manager that you can be.
*waistcoat optional ;)
Do two things: think about how you need to develop as a manager then think about the areas you need help.
We run a highly successful online Managers' Development Programme; the next is starting in August. To find out more, click here
‘I'm only two modules in, but I've already grown in confidence in leading my team and I'm no longer nervous around giving them constructive feedback. Thank you to Marianne for her wisdom and expertise!’ - Maddy Kelly, Boda Skins
‘Since starting this programme, my team’s productivity and progress is going up, consistently, month on month. And not just by a few percent! It’s significant. I’ve got my team into a really good position. Everybody knows what’s expected of them. Everyone is looking at their performance, and looking at their goals. I’ve shared my knowledge with other team leaders in the business, and they are starting to implement change in such a positive way throughout the whole company.
On a personal level, I’ve gained confidence, I’ve become more direct and clear with my expectations. I feel like a manager now, and I can also manage upwards to my boss effectively.’ - Ryn Moser - Chief Language Officer, Supertext
How to Foster a Culture of Improvement
‘Do this and your business will fly!’
Feedback! The key to improving performance. And yet so many people feel awkward about giving it or shy away from it altogether. So why do people find it so difficult? Perhaps you’re one of them. You may be the person who makes a joke of everything or someone who says, ‘Well, they know what I think from my body language.’
We all approach feedback differently. To those of us who have a British upbringing, feedback can often be seen as awkward, negative & confrontational. We see giving feedback as daunting. For me, the only reason to give feedback is to inspire improved performance. ‘Inspire’ is the key word. You want people to be walking away thinking, ‘I know how I’m going to do it better next time now,’ and wanting do just that.
So how do we deliver that? Let’s take a look at ways of giving feedback which will remove the angst. There are two methods. There’s informal feedback – the ongoing, day to day feedback, and then there is the formal performance management to back that up.
Find someone doing something good everyday!
Ongoing, day to day, when someone in your team is doing really well, you want to showcase and highlight that to the rest of the team. Have a philosophy of ‘trying to acknowledge someone doing something good, each day.’ Publicly acknowledge the event and explain why you’re pleased – perhaps it positively impacts a customer or the rest of the team and so forth. It’s all about positive reinforcement – you want more of this.
Spot learning opportunities everyday!
Don’t just walk past the bad stuff. Don’t allow it to happen without addressing it – nip it in the bud. Inaction does nothing to sort the problem and worse still, erodes the trust and respect of the other team members if they think you’ve let it slide. This, if you like, is ‘just in time’ coaching where you again, on a daily basis, seek out learning opportunities. In these circumstances just have a quiet word, there is no need for public humiliation. This time ask the person ‘why’ – ‘Why is this not acceptable?’ Give them the opportunity to work it out for themselves and see the effects of their behaviour. ‘When you said that to John, how do you think it made him feel?’ If they can work it out for themselves they will take it onboard more than if you simply lecture them. Make it a genuine learning experience.
The EEC Model
Within the McFreedom System we talk about the EEC model.
Continue or Change – ‘Continue’ if it’s something really good or ‘Change’ if it’s something not so good.
What’s caused me to comment on the way you’re working? Maybe the way you answer the phone, maybe the way you spoke to a client, maybe the way you completed a piece of work. What is the reason I’m talking to you?
What effect has it had on me, on the client, on the business, the team? Is it a good effect or not so good? Did you forget to smile when you answered the phone, making your voice sound sombre and moody? Did you complete this piece of work, but it wasn’t absolutely spot on in terms of accuracy? Did you get a great customer review?
and then either Continue
‘Thanks so much. You did a great job. Loved the way you’ve got absolutely every detail correct, keep going with that. Customer x was thrilled with that. Do more; continue.’
When it’s something that you want to correct, then you’re talking about how you want somebody to change their performance. What can they do differently? What do they need to do to be up to standard? Give people the chance to get things right next time.
When it comes to formal feedback, remember that nothing should ever be a surprise. All of the informal feedback that you’ve given feeds into your formal, sit down performance review. We recommend that you do formal performance reviews at the end of each quarter. That you make it routine. It’s a chance to sit down with your team member to talk to them about the great things they’re doing, and to inspire them to do even better.
Many people shy away from that whole idea of sitting down with each team member. Either that, or they only sit down with them when something bad has happened and they want to tell them off. No wonder their team members dread the call, it’s like when I was little, our dogs hated the car because the only time they got in it was to go to the vets! When you make delivering feedback routine, it becomes a more positive interaction between you and your team. It becomes a conversation, a discussion. ‘How can I do this better? How can I improve? I really want to improve, how can I do it?’
Encourage your people to keep their own development journals
This will become a useful tool for development because it will help to highlight where your team would like to go, how they want to improve, and what they need from you in order to achieve this.
Encourage them to jot down the things they did really well, their ‘Proud Page’.
To note when things didn’t go to plan – what were their learning points; if they had some training or coaching – what three things would they do differently next time as a result, their ‘Learning Page’.
Their ‘Aspirations Page’ – what challenges would they like, what training/development would help them get there.
The formal appraisal should be their story – you just need to listen. Then ask these question, ‘What do you need from me? What can I do differently that would help you?’ That is how to build trust.
People are more likely to ask for support if you’ve made this whole performance management system part of ‘the way we do things around here’. The way we do things round here is we give honest and open feedback, whether something is good, or needs to be improved. We are always honest and open; though honest doesn’t mean brutal! Make that part of your culture, and you have a real picture of continuous improvement. Everybody always looking to do that little bit better to make that marginal gain.
Do this and your business will fly.
Do two things:
1. Diarise those 90 day formal review slots now and make it routine.
2. Hand out development journals with a ‘How to’ for their use.
Thanks for reading 🙂
Marianne is the author of three books, and is currently working on her fourth, whilst regularly writing her blog, we hope you enjoy it :-)